This article responds to John Angell's (1971) proposal to abolish police middle management. With use of the data from a seven‐city study of team policing (Sherman et al., 1973) and Tannenbaum's (1968) framework of control in organizations, the past obstructions and potential uses of middle management to police change are discussed. Rather than abolish or neutralize mid‐management, I propose to expand their support functions as a positive aid to change .
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Lawrence W. Sherman (1975) studied this question.